Government-Owned Corporation 1 Government-Owned Corporation

Total Page:16

File Type:pdf, Size:1020Kb

Government-Owned Corporation 1 Government-Owned Corporation Government-owned corporation 1 Government-owned corporation A government-owned corporation, state-owned company, state-owned entity, state enterprise, publicly owned corporation, government business enterprise, commercial government agency, public sector undertaking or parastatal is a legal entity created by a government to undertake commercial activities on behalf of an owner government. Their legal status varies from being a part of government to stock companies with a state as a regular stockholder. There is no standard definition of a government-owned corporation (GOC) or state-owned enterprise (SOE), although the two terms can be used interchangeably. The defining characteristics are that they have a distinct legal form and they are established to operate in commercial affairs. While they may also have public policy objectives, GOCs should be differentiated from other forms of government agencies or state entities established to pursue purely non-financial objectives.[1] Government-owned corporations are common with natural monopolies and infrastructure such as railways and telecommunications, strategic goods and services (mail, weapons), natural resources and energy, politically sensitive business, broadcasting, demerit goods (alcohol) and merit goods (healthcare). Definitions GOCs can be fully owned or partially owned by government. As a definitional issue, it is difficult to determine categorically what level of state ownership would qualify an entity to be considered as "state-owned", since governments can also own regular stock, without implying any special interference. As an example, the Chinese Investment Corporation agreed in 2007 to acquire a 10% interest in the global investment bank Morgan Stanley, but it is unlikely that this would qualify the latter as a government-owned corporation. Government-owned or state-run enterprises are often the result of corporatization, a process in which government agencies and departments are re-organized as semi-autonomous corporate entities, sometimes with partial shares listed on stock exchanges. The term 'government-linked company' (GLC) is sometimes used to refer to corporate entities that may be private or public (listed on a stock exchange) where an existing government owns a stake using a holding company. There are two main definitions of GLCs are dependent on the proportion of the corporate entity a government owns. One definition purports that a company is classified as a GLC if a government owns an effective controlling interest (>50%), while the second definition suggests that any corporate entity that has a government as a shareholder is a GLC. A quasi-governmental organization, corporation, business, or agency (parastatal) or a "quasi-autonomous national government organisation" (Quango) is an entity that is treated by national laws and regulations to be under the guidance of the government but separate and autonomous from the government. While the entity may receive some revenue from charging customers for its services, these organizations are often partially or majorly funded by the government. They are usually considered highly important to smooth running of society and are sometimes propped up with cash infusions in times of crisis to help surmount situations that would bankrupt a normal privately owned business. They may possess law-enforcement authority, usually related to their functions. Government-owned corporation 2 Economic sectors Government-owned corporations often operate in sectors where there is a natural monopoly, or where the government has strategic interest. However, government ownership of industry corporations is common. Nationalization also forcibly converts a private corporation into a government-owned corporation. In most OPEC countries, the governments own the oil companies operating on their soil. A notable example is the Saudi national oil company, Saudi Aramco, which the Saudi government bought in 1988 and changed its name from Arabian American Oil Company to Saudi Arabian Oil Company. The Saudi government also owns and operates Saudi Arabian Airlines, and owns 70% of SABIC, as well as many other companies. They are, however, being privatized gradually. Commonwealth In monarchical Commonwealth countries, particularly Australia, Canada and New Zealand, country-wide government corporations often use the style "Crown corporation." Equivalent terms include "State-owned enterprises" and "Crown entities" in New Zealand, and Government Business Enterprise (GBE) in Australia. Examples of Crown corporations include the Canadian Broadcasting Corporation and Air Canada before the latter underwent privatization. Cabinet ministers (Ministers of the Crown) often control the shares in such public corporations. At the level of local government, territorial or other authorities may set up government corporations such as "Local Authority Trading Enterprises" (LATEs). Many local authorities establish services such as water supply as separate corporations or as a business unit of the authority. Australia In Australia the predominant term used for Commonwealth government-owned companies is "government business enterprise" (GBE). Various Australian states also have GBEs, especially with respect to the provision of water and sewerage, but many state-based GBEs were privatized in some states during the last decade of the twentieth century. Commonwealth GBEs include: • the Australian Broadcasting Corporation – fully owned and funded; • the Special Broadcasting Service – fully owned, and combines government funding and commercial funding; • Australia Post – the Australian postal service; and • NBNCo – fully owned and responsible for the rollout of the National Broadband Network. These corporations are overseen by the Department of Broadband, Communications and the Digital Economy. Privatization Former Commonwealth government-owned corporations include Telstra, established in the 1970s as Telecom Australia. Telstra, now Australia's leading telecommunications company, was privatized in 1997 by the government of John Howard. As of June 2010 Telstra owned a majority of the copper wire infrastructure in Australia (the rest is owned by Optus) and is pending sale to its former parent, the Australian government, for a non-binding amount of 11 billion Australian dollars, as ducts in the copper wire tunnels are needed to install the fiber optic cable. In Victoria many GBEs were sold in the 1990s to reduce the state's level of debt. The State Electricity Commission of Victoria and the Gas and Fuel Corporation were the best-known government enterprises to be disaggregated and sold. Government-owned corporation 3 Canada In Canada, state-owned corporations often use the style Crown corporation, indicating that an organization is established by law, owned by the sovereign, and overseen by Parliament and the Cabinet. Examples of Crown corporations include the Canadian Broadcasting Corporation, Canada Post, and ViaRail. Former Crown corporations before their privatization include Air Canada, St. Lawrence Seaway Authority, and Petro-Canada. Ministers of the Crown often control the shares in such public corporations, while Parliament both sets out the laws that create and bind Crown corporations and sets their annual budgets. Crown corporations also exist at the provincial level in Canada. Saskatchewan has maintained the largest number of Crown corporations, including SaskEnergy, SaskPower, SaskTel, SaskWater, and Saskatchewan Government Insurance. Crown corporations of British Columbia include BC Hydro, BC Ferries, BC Housing Management Commission and the British Columbia Lottery Corporation. Privatization, or the selling of Crown corporations to private interests, is very common throughout Canada. Petro-Canada, Canadian National Railway, and Air Canada are examples of former federal Crown corporations that have been privatized. At the provincial level, privatized former Crown corporations include Alberta Government Telephones (which merged with privately owned BC Tel to form Telus), BCRIC, Manitoba Telecom Services, and Potash Corporation of Saskatchewan which retained its name and has become the world's largest producer of potash. Key federally owned corporations include: • Via Rail • Canadian Broadcasting Corporation • Canada Post The Government of Canada owned the airport infrastructure but did not operate the airport (transferred to local airport authorities from Transport Canada): • Toronto Pearson International Airport • Vancouver International Airport • Montréal-Pierre Elliott Trudeau International Airport • Calgary International Airport • Ottawa Macdonald-Cartier International Airport • Edmonton International Airport • Halifax Stanfield International Airport • Winnipeg James Armstrong Richardson International Airport • Victoria International Airport • Kelowna International Airport • St. John's International Airport • Regina International Airport • Saskatoon John G. Diefenbaker International Airport • Prince George Airport • Québec City Jean Lesage International Airport • London International Airport • Thunder Bay International Airport • Montréal-Mirabel International Airport • Aéroport international Pierre-Elliott-Trudeau de Montréal • Fredericton International Airport • Greater Moncton International Airport • Saint John Airport • Gander International Airport Government-owned corporation 4 New Zealand In New Zealand, the terms used for government-owned companies include "state-owned enterprises" and "crown entities". Local government councils and similar authorities
Recommended publications
  • New Horizons in Broadcasting
    Conference Proceedings 14TH International Conference & Exhibition on Terrestrial and Satellite Broadcasting Theme : New Horizons in Broadcasting 23rd, 24th and 25th February, 2008 Venue : Hall No. 12, Pragati Maidan, New Delhi (India) Organised By Broadcast Engineering Society (India) 912, Surya Kiran Building, 19 Kasturba Gandhi Marg, New Delhi-110001, India Tel.: +91-11-43520895, 43520896 Fax : +91-11-43520897 E-mail : [email protected] Website : besindia.com Theme: New Horizons in Broadcasting Conference Programme Venue: Pragati Maidan, New Delhi 23RD FEBRUARY 2008 Inauguration Shri. Priya Ranjan Dasmunsi Keynote Speaker Dr. Kazuyoshi Shogen, (1000 hrs) Hon'ble Minister for Information & Broadcasting & Executive Research Engineer, NHK, Japan Parliamentary Affairs, Govt. of India High Tea 1130 Hrs. Guests of Honor Smt. Asha Swaroop Tutorial HDTV Secretary, Ministry of Information & Broadcasting, Govt. of India (1430 - 1600 hrs) Mr. Hiduki Ohtaka Shri. B.S.Lalli, Chief Executive Officer, Prasar Bharati, India Chief Engineer, Panasonic, Japan 24TH FEBRUARY 2008 25TH FEBRUARY 2008 Session – I DTT in the age of Cable and DTH Session – V Digital Radio-New Experiences (0930 - 1100 hrs) Session Chairman - Mr. N.P. Nawani, Secretary General (0930 - 1100 hrs) Session Chairman - Mr. H.R. Singh Indian Broadcasting Foundation (IBF), New Delhi Engineer-in-Chief, All India Radio, India Speakers Speakers 1. Mr. Azzedine Boubguira, DiBcom, France 1. Mr. Peter Senger, Chairman & Director, DRM, Deutsche Welle Market impact of diversity implementation on mobile and Digital Radio Mondiale – New Experience Portable TV receivers 2. Mr. David Birrer, Thomson Broadcast & Multimedia AG, France 2. Mr. L.V. Sharma, Doordarshan, India Innovations in AM Broadcasting DTT – Opportunities and Challenges 3.
    [Show full text]
  • Gujarat Government Overcomes Hurdles of Lockdown in More Than One Innovative Ways
    Gujarat Government overcomes hurdles of lockdown in more than one innovative ways As we have witnessed, COVID-19 has changed scenario of the world. This global pandemic is one of the biggest challenges the international community has ever faced in the recent history. It has also re-emphasised the stark inequalities between the privileged and the marginalised communities. The world also faced the biggest lockdown which obstructed or delayed many essential services in the field of livelihood, health, nutrition, education, etc. And the last mile people suffered most due to the situation. The service providers, especially the governments came across the greatest challenge to continue these essential services without compromising with the regularity, quality and health norms. As per its mandate ICDS scheme fulfils the most critical needs of community at large by providing supplementary nutrition, healthcare and preschool education for pregnant and lactating mothers, adolescent girls and children below six years. To defeat the challenge and to mitigate the impact of COVID-19 the Government of India imposed a nationwide lockdown on 23rd March 2020. Along with all the other important Govt. departments, ICDS came forward with innovative, scalable and practical ideas for safe delivery of essential services even during the lockdown. To ensure the health and safety of beneficiaries and service providers, ICDS, Women & Child Development Department, Gujarat, designed, developed and implemented ‘Umbre Anganwadi’ (means Anganwadi at Door Step) programme using digital platforms and to ensure home delivery of services. Since Anganwadi Centres had shut down on 16th of March (and remain closed till date), they had to come up with the alternative for provision of Hot cook meals.
    [Show full text]
  • 'Ffin-W ,G E#!!|,W
    kl*wM BLOG 4*etbrtt4e {*$;es!! a I .:: #g#rrsgrg$,rdaftrs r<-F ,E=.. (n44;$ ;aan... EAft(tsig6 -*m.ralh6ro,sa..,. :*-- 8at$rerct Batmerol NACf, IO T"E TO? IgUZUsmL 'ffin-w ,g E#!!|,W I'EEISAFISJ & JASC*A? 8*FxsersS ffil srq?mi8w6. ftftAs L:Jte_l Bslln€r Lorrri€e&.Ltd. 2utoc EDITO*IAL In our endeavor to bring you slices of Balmer Lawrie, we had started the'Strategic Business Unit (SBU)' specific theme of BLOG from the May 2013 issue, which featured the Logistics business of the Company. Trust you enjoyed reading the issue and discovered things Iittle known about both Logistics Infrastructure and Logistics Services, We now bring you glimpses of Greases & Lubricants (G&L). nelA this issue to know more about its history, its manufacturing processes, the brand "Balmerol", also its achievements, people and the future plans, The gloom in the current economic environment of the country is posing challenges for all our businesses. Rapid fall in the value of the rupee, persistent inflation over the past few years and the high current account deficit (CAD) are leading to the slowdown. In such a business environment, all that we can do is to remain focused on the achievement of our goals. I continue to look forward to your suggestions/feedback and contributions for the 'Talent Unlimited' column from you and your family members. Do not hesitate to send them to mukhopadhyay,mohar@ ba lmerlawrie. com. G REAS ES & L U B Rl CAN TS B U $lN ES$',O F' BALtrlt E R,LnWRlt..:l :a: LEABERSHIP SPFAKS I started my career in G&L in 1980, G&L occupies a special place in my heart.
    [Show full text]
  • Launching of Doordarshan: This Day in History – Sep 15
    Launching of Doordarshan: This Day in History – Sep 15 On 15 September 1959, the Government of India launched Doordarshan or DD in short, India’s public service broadcaster in Delhi. Starting as an experiment with one small 5 KW transmitter and an improvised studio, DD became a national broadcaster in 1982. Origins of Doordarshan ● When it started out, DD was part of All India Radio. The initial equipment was provided by Philips India Ltd. and the coverage area was only 40 km around the national capital. It was inaugurated by the then President Dr Rajendra Prasad. ● DD initially telecast programmes only on two days a week for a duration of one hour per day. ● With aid from the Ford Foundation, educational programmes were telecast for school children in Delhi from 1964. ● Daily transmission of programmes commenced in 1965. Duration of the broadcast was only three hours per day. It also started a news bulletin (lasting only five minutes) in 1965. ● In 1967, DD aired its first programme called ‘Krishi Darshan’. This was a 20-minute programme for farmers educating them about various aspects about agriculture. This was done in collaboration with the Department of Atomic Energy, the Indian Research Institute, and the Delhi, Haryana and Uttar Pradesh governments. Krishi Darshan is one of the longest running shows on Indian television, along with Chitrahaar, a show that plays Bollywood songs. ● The television service was extended to Bombay and Amritsar in 1972. ● Gradually over the years, the duration of the service and the transmitter range were increased. ● The government conducted a satellite TV experiment in 1975-76 for educational purposes.
    [Show full text]
  • Session-3 Role of Broadcasting in Warning and Disaster Management
    Session-3 Role of Broadcasting in Warning and Disaster Management Mr. Baljeet Singh Lalli Prasar Bharati Mr. P.G.DharChakraborty Mr. David Astley Dr. Yasuhiro Ito Mr. Rahul Kumar Ms. J. Josiah NIDM ABU NHK World Space UNESCO Broadcasters' preparedness for disaster Mr. Baljeet Singh Lalli Prasar Bharati Baljit Singh Lalli has taken over as the new CEO of Prasar Bharati. A 1971 batch IAS Officer of UP Cadre, Shri Lalli comes to head India's national broadcasting organization, comprising All India Radio and Doordarshan, with a vast administrative and managerial experience spanning over three decades. Shri Lalli was Secretary, Border Management in the Ministry of Home Affairs, Govt of India, prior to taking over as CEO, Prasar Bharati. A Post Graduate in English literature, Shri Baljit Singh Lalli has also worked as Secretary, Ministry of Panchayati Raj. Earlier, he worked as Additional Secretary, Ministry of Urban Development and Ministry of Agriculture. He was Member Secretary of the National Capital Region Planning Board and contributed towards the formulation of the Regional NCR Plan 2021. Shri Lalli has also been Part-time Chairperson of the Delhi Urban Art Commission (DUAC). Mr. P.G.DharChakraborty National Institute of Disaster Management, India Abstract The increasing incidents of disasters throughout the world, due to various factors ranging from global warming and climate change to unplanned settlement of vulnerable communities in hazards prone areas and the consequential mounting graph of loss of life and property, have brought the issue of disaster risk reduction and management at the core of development planning, particularly in developing countries.
    [Show full text]
  • Self Study Report Seth Anandram Jaipuria College Kolkata
    SELF STUDY REPORT SETH ANANDRAM JAIPURIA COLLEGE KOLKATA Vidya Amritam Bhava 69 years of education in Science, Arts and Commerce First Cycle Accreditation 2014 SETH ANANDRAM JAIPURIA COLLEGE [Three - Shift] Morning (Girls’), Day (Co-ed), Evening (Boys’) (Estd. – 1945) Padma Bhushan Seth Mangturam Jaipuria (Founded the College in memory of his father Seth Anandram Jaipuria) 2 SETH ANANDRAM JAIPURIA COLLEGE ~an inside view 10 Raja Nabakrishna Street, Kolkata- 700005 Phone Number – 033-2555 3647/4722/4117 Website :www.sajaipuriacollege.in, www.jaipuriacollegeadmission.com E-mail : [email protected] 3 4 Preface 2014 is a watershed year in the history of Seth Anandram Jaipuria College. After much endeavor, the institution is all set to go for the first cycle assessment and accreditation by NAAC. It was quite a task to comprehend, grasp and fulfill all the parameters of the SSR; especially so, because the College is spread over three shifts at three different timings. Connecting to and co-ordinating with 213 teachers and 76 non-teaching staff were difficult, but in the long run, fruitful. In between full session classes and with the trepidation of a nervous first- timer, keeping the deadline intact was a sweating struggle with time. All segments of the College were made to sit up and contribute their bit. Ms. Piyasa Bhowal and Sri Saumen Maity assisted us all the way through with their diligent typing. The Report published in the prescribed format, processes data in the following order: a) Preface, b) Executive Summary c) Profile of the Institution d) Criterion wise Analytical Report e) Departmental Evaluative Reports.
    [Show full text]
  • Government of India Ministry of Information & Broadcasting Lok Sabha Starred Question No. *62 (To Be Answered on 07.02.2019)
    GOVERNMENT OF INDIA MINISTRY OF INFORMATION & BROADCASTING LOK SABHA STARRED QUESTION NO. *62 (TO BE ANSWERED ON 07.02.2019) DOORDARSHAN AND AKASHVANI PROGRAMMES *62. SHRI ASHOK MAHADEORAO NETE: Will the MINISTER OF INFORMATION AND BROADCASTING be pleased to state: (a) whether transmission of Doordarshan and Akashvani programmes is not clear in the rural and border areas of the country; (b) if so, the details thereof along with the reasons therefor; and (c) the steps taken/being taken to increase the number of transmitters, particularly in the said areas under the ongoing scheme, State-wise? ANSWER THE MINISTER OF STATE (INDEPENDENT CHARGE) IN THE MINISTRY OF INFORMATION AND BROADCASTING {COL RAJYAVARDHAN RATHORE(Retd.)} (a) to (c) A statement is laid on the Table of the House. STATEMENT REFERRED TO IN REPLY TO PARTS (a) TO (c) OF LOK SABHA STARRED QUESTION No. *62 FOR ANSWER ON 07.02.2019. (a) & (b) Prasar Bharati has informed that All India Radio (AIR) broadcast service is provided from 672 transmitters (MW-138, SW-48 & FM-486) installed at 473 locations across the country in terrestrial mode. The installed coverage capacity of AIR broadcast (AM and FM) is about 92% of the area and 99.2% of the total population of the country including that of rural and border areas. Some of the border areas in higher altitude of the states of Jammu & Kashmir, Himachal Pradesh, Uttarakhand and Arunachal Pradesh are still uncovered. To augment coverage, 39 channels of AIR are available on Doordarshan’s DTH platform (DD Free Dish) which can be accessed across the country.
    [Show full text]
  • Recommendations for Revenue Generation for Prasar Bharati
    Recommendations for Revenue Generation for Prasar Bharati Submitted by Ms. Vibha Desai, Former Executive Director, Ogilvy & Mather Dr. C. MuraliKrishna Kumar, Senior Advisor, Planning Commission Mr. V.K. Jain, Additional DG, Doordarshan Dr. Mahim Sagar, Professor, IIT Delhi In consultation with: Mr. Sam Pitroda May, 2013 1 1. Introduction To be the known as “the best”, an organization needs to defeat the rest. Every success story, every achievement, every accomplishment, every feat involves four very important steps. They are - Analysis Planning Execution Improvement Hence, for Prasar Bharati to reach the epitome of success, it has to imbibe the ability to analyse, the capacity to plan, the will to execute and the motivation to improve. Prasar Bharati came into existence in 1997 under the Prasar Bharati Act, prior to which Doordarshan and AIR where governed by the Ministry of Information & Broadcasting. What the organization lacks today is a self sustainable model. In spite of having maximum pan India reach, the Indians are not willing to invest their time in watching/listening to outstanding programs developed by All India Radio and Doordarshan. Indeed, it is time for Prasar Bharati to begin its journey from being the “Voice of India” to being the “Voice of Modern India”. 2. Methodology Adopted There are four different ways in which data are collected 1. Secondary Research – Research papers, websites of other national broadcasting channels, Doordarshan website and also other annual report of each channels 2. Competitor Analysis – To benchmark the performance, revenue stream of channels, competitor analysis is carried out. It is done at two level: a.
    [Show full text]
  • Hathway Cable & Datacom
    Media October 17, 2013 Institutional Equities Hathway Cable & Datacom India Research Bloomberg: HATH IN INITIATION REPORT Reuters: HAWY.BO BUY Digitally Yours Recommendation CMP: Rs263 With the Indian Government’s commitment to stick to its deadlines for DAS Target Price: Rs342 implementation, digitization benefits have begun to accrue to the MSOs. Upside (%) 30% Hathway Cable and Datacom with its strong subscriber base should be one of the major beneficiaries of the same. We initiate coverage on Hathway with Stock Information a “BUY” rating and DCF‐based target price of Rs.342 (30% upside). Market Cap. (Rs bn / US$ mn) 39/631 52‐week High/Low (Rs) 307/216 Paying Cable Subscriber to grow 3x over FY13‐16E: Phase 1&2 digitization 3m ADV (Rs mn /US$ mn) 28/0.5 will boost Hathway’s paying subscriber base 3x over FY13‐16E this coupled Beta 0.9 with ARPU CAGR of 5% shall result in revenues CAGR of 34% over FY13‐16E Sensex/ Nifty 20,548/6,089 vs 22% for industry. Beyond FY16E, as Phase 3&4 digitization gets Share outstanding (mn) 148 implemented – albeit at a slow pace (due to its geographical reach and Stock Performance (%) fragmented subscriber base) – all MSOs including Hathway will stand to gain. 1M 3M 12M YTD Surge in digitization: With the surge in the digitization drive, cable industry Absolute (3.8) (10.5) 21.1 (7.8) would score over the DTH as similar content packages and quality can be Rel. to Sensex (7.7) (12.7) 10.3 (12.8) delivered at a lower price by the cable provider.
    [Show full text]
  • A Brief History of Television in India
    Chapter-II A Brief History of Television in India 47 Chapter-II A Brief History of Television in India Television in India— a chronology of events Television came to India on September 15, 1959 with experimental transmission from Delhi. It was a modest beginning with a make shift studio, a low power transmitter and only 21 community television sets. All India Radio provided the engineering and programme professionals. A daily one-hour service with a news bulletin was started in 1965. In 1972 television services were extended to a second city—Mumbai. By 1975 television stations came up in Calcutta, Chennai, Srinagar, Amritsar and Lucknow. In 1975-76 the Satellite Instructional Television Experiment brought television programmes for people in 2400 villages in the most inaccessible of the least developed areas tlirough a satellite lent to India for one year. Doordarshan is a Public broadcast terrestrial television channel run by Prasar Bharati, a board formed by the Government of India. It is one of the largest broadcasting organizations in the world in terms of the infrastructure of studios and transmitters. Doordarshan had its beginning with the experimental telecast started in Delhi in September, 1959 with a small fransmitter and a makeshift studio. The regular daily transmission started in 1965 as a part of All India Radio. The television service was extended to a second city Mumbai in 1972. Till 1975, only seven cities were covered by Doordarshan and it remained 48 the only television channel in India. Television services were separated from Radio in 1976. Each office of All India Radio and Doordarshan were placed under the management of two separate Director Generals in New Delhi.
    [Show full text]
  • RTI Employee
    Sl No Emp No Category Name Grade Designation SBU Function Address Telephone No 1 10073 Executive SUBRATA DEB E6 CHIEF MANAGER [HR]-SR AS 32, Sattangadu Village, Thiruvottiyur - Manali Road, Manali, Chennai - 600068 (044) 2494 1438 2 10081 Executive SUNIL B KADAM E4 SR MANAGER [SUPPLY CHAIN] G&L Survey No. 201/L, Sayli Rakholi Road, Silvassa (UT of D & N.H), Pin - 396230 (0260) 2641 315 3 10161 Executive MURARI LAL E3 MANAGER [ MANUFACTURING] IP Village Piyala, Post Asaoti, Faridabad, Haryana - 121102 (0112) 9220 5073 4 10167 Executive ANIL RAMCHANDRA CHAVAN E5 CHIEF MANAGER [MARKETING] IP 5 J.N. Heredia Marg, Ballard Estate, Mumbai - 400038 (022) 6625 8181 5 10198 Executive BALARAM GHOSH E7 VICE PRESIDENT [R&D]-ARL G&L ARL Division, P-43, Hide Road Extension, Kolkata - 700088 (W.B.) (033) 2439 5405 6 10205 Executive SUNDAR SHERIGAR E8 HEAD (IP) IP 5 J.N. Heredia Marg, Ballard Estate, Mumbai - 400038 (022) 6625 8181 7 10212 Executive CHANCHAL RAY CHAUDHARI E3 MANAGER [VIGILANCE] Vig. 21, Netaji Subhas Road,, P. O. Box No. 4, Kolkata - 700001 (033) 2222 5218 8 10214 Executive SANGEETA GUPTA E4 SENIOR MANAGER[COLLECTION] T&V Ground Floor, Scope Complex, Core 8, Lodhi Road, New Delhi - 110003 (011) 2436 7702 9 10215 Executive CHIRANJIB CHAKRABORTY E6 ASSOCIATE VICE PRESIDENT [F] - LS LS 21, Netaji Subhas Road,, P. O. Box No. 4, Kolkata - 700001 (033) 2222 5218 10 10229 Executive NARINDER KUMAR SHARMA E5 CHIEF MANAGER [TRAVEL] T&V Ground Floor, Scope Complex, Core 8, Lodhi Road, New Delhi - 110003 (011) 2436 7702 11 10242 Executive I RAJESH E6 ASSOCIATE VICE PRESIDENT [MARKETING]-WR IP 32, Sattangadu Village, Thiruvottiyur - Manali Road, Manali, Chennai - 600068 (044) 2594 1438 12 10245 Executive CHAMPAK KUMAR SARKAR E4 MANAGER [A&F] Corp.
    [Show full text]
  • Annual Report of 2012
    CONTENTS Board of Directors 2 Management Team 3 Chairman’s Message 5 Notice to the Members 9 Directors’ Report 13 Report on Corporate Governance 24 Management Discussion and Analysis 40 Independent Auditor’s Report 52 Comments of the Comptroller & 55 Auditor General of India (C & AG) Balance Sheet 56 Profit & Loss Account 57 Cash Flow Statement 58 Notes to Accounts 63 Statement regarding 90 Subsidiary Company Report & Accounts of 91 Balmer Lawrie (UK) Limited Consolidated Financial Statements 97 of Balmer Lawrie & Co. Limited and its wholly owned subsidiary and joint ventures Office & Plant Locations 116 Communication on Green Initiative 119 1 Board of Directors : Shri Virendra Sinha, Chairman & Managing Director : Shri VLVSS Subba Rao, Govt. Nominee Director : Shri Partha S. Das, Govt. Nominee Director : Shri P. P. Sahoo, Director (Human Resource & Corporate Affairs) : Shri Niraj Gupta, Director (Service Business) : Shri Anand Dayal, Director (Manufacturing Business) : Shri Prabal Basu, Director (Finance) Company Secretary : Shri Amit Ghosh Registered Office : Balmer Lawrie House 21, Netaji Subhas Road Kolkata - 700 001 Bankers : Allahabad Bank Bank of Baroda Canara Bank HDFC Bank Limited Indusind Bank Limited Standard Chartered Bank State Bank of India The Hongkong and Shanghai Banking Corporation Limited United Bank of India Vijaya Bank Statutory Auditors : Messrs Vidya & Company Centre Point, 21 Hemanta Basu Sarani Kolkata - 700 001 Branch Auditors : Messrs Suri & Co. No. 4 (Old No. 55A) Chevaliar Sivaji Ganesan Road (South Boag Road), Thyagaraya Nagar Chennai - 600 017 Messrs Om Prakash S. Chaplot & Co. 101 Vatsalya Co-op Society, Vatsalya Building, Nr. RTO Office RTO Road, Andheri (W) Mumbai 400 053 Messrs Gupta Sharma & Associates 22, First Floor Suraj Nagar, Azadpur New Delhi - 110 033 Internal Auditors : Messrs Haribhakti & Co Geetanjali Apartments Flat No.
    [Show full text]